1. business and industrial

Oliver Baiocco, Francesca Giordano, Peter de Groot, Arthur Janas, Andrea Stein (Editors)
How to counsel tomorrow?
Aspects of future vocational counselling in the media sector
Volume – CD
IX.
5. Germany
Action-Oriented Introduction for the Prototypical Building of a Regional
Counselling Network for Media Vocations in North Rhine Westphalia,
Germany (short version of VI., English)
This project was financed with the support of the European Union. The content of this project does not
necessarily reflect the opinion of the European Union and European Union is not legally liable for this at
all.
0
1
Introduction……………………………………………………………….............…..5
Theoretical background of networks and the relevance for vocational
counselling…………………………………………………………………………...8
1.1
Literature analysis and summary..............………................................... ..………................8
1.1.1
Vocational counselling............................................................................…………………....8
1.1.2
Network-oriented counselling.................................................................………………....10
1.1.3
Networking……………
1.1.4
Theoretical models
2
Depiction of well-chosen examples.......................................................………………......20
2.1
European counselling networks...........................................................………………........20
2.1.1
EURES www.eures.de..............................................................................………………….....20
2.1.2
Further European offers................................................................………………................21
2.2
National associations..........................................................................…………….…...........21
2.2.1
Deutscher Verband für Berufsberatung www.berufsberatung.net...........…………........21
2.2.2
DGF e. V. Deutsches Gründerinnen Forum e. V. www.dgfev.de.........…………..........22
2.3
Counselling offers provided by unions................................................………………........22
2.3.1
mediafon www.mediafon.net...........................................................……………….......…...22
2.3.2
connexx.av www.connexx-av.de...................................................……………….................22
2.4
Economic networks......................................................................………………...................23
2.4.1
Medien Zentrum Duisburg, Germany...................................……………............................23
2.4.2
Synergie www.synergie-gmbh.de und www.synergie-network.de…………..................…24
2.5
Socio-political networks……………………………………………………………
2.5.1
DNWE: Das Deutsche Netzwerk Wirtschaftsethik als Mittler zwischen
..................................................................................12
.......................................................................................14
25
Praxis und Wissenschaft im deutschsprachigen Raum.
www.dnwe.de…………………………………………………………….
25
2.6
Dresden’s network for study help (DNS)………………………………………..
2.7
Media-specific national counselling networks……………………………..…………...26
2.7.1
26
aim Ausbildung in Medienberufen (Training in media vocations)
www.aim-mia.de…………………………………………………………………..
26
2.7.2
DMMV www.dmmv.de…………………………………………………………….
27
2.8
Informational networks in the media industry “groups of regulars“……………
27
2.8.1
“Groups of regulars in media industry“ www.medienstammtisch.de…………
27
2.9
Networking-support in companies according the example of Ericsson………
28
3
Counselling networks………………………………………………………………
29
3.1
Two basic conditions……………………………………………………………….
29
3.1.1
Information…………………………………………………………………………. 29
3.1.2
Balancing of giving and taking……………………………………………………
29
3.2
Chances and bounds of counselling networks…………………………………
30
3.2.1
Chances…………………………………………………………………………….
30
3.2.2
Bounds……………………………………………………………………………… 31
3.3
Tasks of a network…………………………………………………………………
3.3.1
Targets……………………………………………………………………………… 32
3.4
Building of a counselling network………………………………………………..
33
3.4.1
Steps (step by step)………………………………………………………………..
33
3.4.2
The factor time……………………………………………………………………..
34
3.5
Members of the counselling network (searching for partners)………………...
35
3.5.1
The field of education……………………………………………………………… 36
3.5.2
Institutions………………………………………………………………………….. 36
3.5.3
Economy……………………………………………………………………………. 36
3.5.4
Freelance counsellors……………………………………………………………..
37
3.6
Communications media in the regional counselling network………………….
38
3.6.1
Face to face/interpersonnel……………………………………………………….
38
3.6.2
Technological………………………………………………………………………. 38
3.7
Controlling of a counselling network (foundation and management)…………
39
3.7.1
Organization’s laying down……………………………………………………….
39
3.7.1.1
Informational ………………………………………………………………………. 40
3.7.1.2
GmbH; GbR etc…………………………………………………………………….
40
3.7.1.3
Structure of the organization……………………………………………………..
40
3.7.2
Financing aspects………………………………………………………………….
41
3.8
Problems when carrying out networks…………………………………………..
43
3.8.1
Experience reports of already existing networks……………………………….
43
3.8.1.1
Absolute network meetings……………………………………………………….
43
3.8.1.2.0
Different expectations of freelance counsellors and those integrated in
32
institutions………………………………………………………………………….
43
3.8.1.2
Generosity in passing on information……………………………………………
44
3.8.1.3
Lack of balancing of giving and taking…………………………………………..
45
3.8.1.4
Conflict management………………………………………………………………
45
4
Acting steps and working papers...................................................................……………
46
4.1
Climbing the four steps with the help of the step by step method………………….
46
4.2
Stimulating the workshop (kick off)……………………………………………….
47
4.3
The instruments……………………………………………………………………. 48
4.3.1
Process models…………………………………………………………………….
48
4.3.2
What can my counselling alone provide and what is needed as completion……….
48
4.3.3
Where do I find what I need? (Overview of partners)………………………….
48
4.3.4
How can I reach this? (choice of partners)………………………………………
49
4.3.5
Networking support for the individual……………………………………………
49
4.3.5.1
Twelve important rules for your neworking from “Erfolgsfaktor Networking”
50
are stimulating action to active networking (working sheet 12)……………….
50
4.3.5.2
Baisis of trust construction ……………………………………………………..
51
4.3.5.3
12 rules of theme-centered interaction (tci)……………………………………..
51
4.3.5.4
2 illustrations as stimulation to network ideas…………………………………..
51
4.3.5.5
The text of the lecture “networking” is a stimualtion for this……………………
51
5
Bibliography………………………………………………………………………… 52
6
Networks and organizations………………………………………………………
7
Overview of the Working sheets 0-14
53
0
Introduction
The aim was the drawing up of an action-oriented introduction for the prototypical building of a regional
counselling network for media vocations in North Rhine Westphalia, Germany. The introduction was
developed within the framework of the Leonardo-project
“Media-Coach”.
The text we have to hand gives short definitions of the terms, providing two theoretical models for a
building of networks, examples of already existing networks and, above all, presenting a series of working
sheets helping stimulate the building of a network. Counselling network means a regional network of
vocational counsellors in media vocations, who consult their clients network-oriented.
Network-oriented counselling transforms knowledge and requires the life of “networking” on at least
three levels.
These levels are showing themselves in the linking-up of the counsellors in their own working area (level 1
– experiencing), in the sort of counselling (level 2 – entire systemic view) and in the targets of counselling
(level 3 – giving impetus to networking). Counsellors must notice existing linking-ups of their clients in
their individual, family, social and professional networks and, if necessary, support a new networking on
the professional (and regional) basis as well as on the social basis surrounding working life.
In order to reach this target, active integration of the human beings into the counselling offers of local,
institutional and also freelance counselling is a necessary basis. For this, a series of initiative steps, which
are to be started with the creation of this action-oriented introduction are useful.
Including the findings of the European case studies of the CEDEFOP1 – study of 1999 – it is aimed for
understanding such a network of counselling as life-long professional guidance and not as a single offer.
That is what guidance means, especially in the media industry, too, which has always been strong projectoriented working:
•
from the education and vocational training to workplace
•
about the job description or change of workplace within the company
•
into other companies or projects and
•
in some cases guidance to the step into the self-employment.
Chioussie, Sylvie; Werquin, Patrick (CEDEFOP publisher): Lebensbegleitende Berufsbegleitung. Europäische Fallstudien.
Thessaloniki 1999, Extract p. 34-35
1
In the regional networking, next to the integration in a group of people with the same experiences, also a
significant chance is to be found for constant improvement of counselling quality. The increasing
complexity of everyday working life, especially in the media industry, leads to specific problems, which
again require specific counselling offers. This need, partly, cannot be met by the individual counsellors any
longer. However, as members of the network they can pass on their clients to specialized colleagues or to
adequate further education and thus accompany them on their way. With that counselling can become
case management by the common engagement of different counsellors to solutions for clients, they know
personally (often for a long time) and accompany them on the way of finding solutions.
At first, however, of course this question comes up: networking - “Where from” and “how”?.
Networking always has been found where people have defined shared targets and searched for
cooperation partners and “like-minded persons” for transformation, beyond the close families. Here it is
about the becoming aware of networks as instrument to improving quality for a professional group. After
years of declining the “all one thinks about is his club” and the “notorious roped parties”, the term
networking coming from the anglo-saxon linguistic and cultural area has become more and more
important in German companies and institutions during the past 10 years.
Terms from the neuronal networking have stimulated the discussion in the same way like networking of
the new technologies and the resulting opportunities, which provide a basis for a fast communication,
which is free of movement. The main participants of a networking, however, are still human beings. They
have to get to like the two basic findings of an effective networking.
These two basic findings are the willingness to cope with information in a liberal way and the
establishment of an equal giving and taking. This is easy to reach in friendships , but in professional
relations rather less easy, because competing thoughts can quickly become obstacles. But, without these
two basic findings a network despite of having the best structural equipment cannot stay alive. Thus, it is
also about the changing of behaviour.
Looking at it from this aspect, according to the report of the so-called Hartz-Kommission2 the building of
competence-centers requires a “cultural change”3 as a “challenge for the change management”. This is
about the basic re-positioning of employment exchange as a modern service enterprise.
This contains:
•
a new mission* as facilitator, creator, networker, case manager
•
a new management and leading system – self-responsibility and independency in cogent
responsibility for knowledge (controlling)
2
Hartz: Moderne Dienstleistung am Arbeitsmarkt, Bericht der Kommission, p. 206 -229
3
Hartz: Moderne Dienstleistung am Arbeitsmarkt, Bericht der Kommission, p. 224 underlining and emphasizing by the author
•
a new definition of the term client – Supporter for job seekers and enterprise
•
a new definition of the term success
- high degree of efficiency of measures, taxes
over targets4
The idea of cultural change (level 2 – The sort of counselling, s. a. 1.1.3) and especially the one of
networking, however, are phrased not only as a demand on the individual employees in the paper, but is
aimed as technological networking as well as on the regional level of the companies5 and between the
competence centers6 nationwide (level 3 – The targets of counselling).
4
Hartz, p. 224
5
Hartz, p. 233
6
Hartz, p. 229
1
Theoretical Background of Networks and the Relevance for Counselling
1.1
Literature analysis and summary
Networking in counselling is seen as a resource-oriented approach of the individual resources as well as
resources of a network focusing on the individual.
In a short overview of current publications to this theme, the three relevant terms of counselling,
networking and resource-oriented networking are put together. For this, a couple of relevant texts was
consulted and it is by no means claimed to be complete.
1.1.1
Vocational counselling
In general, counselling is understood as “an interaction between at least two participants, while the
counsellors support the help seekers in case of questions and problems to gain more knowledge,
orientation or solution competence, with the help of communication tools. The interaction is focused on
cognitive, emotional and practical problem solution and coping with problems of the clients or client
system (single persons, family, groups, organizations) in both everyday questions and psychosocial
conflicts and crises.”7
With reference to the professional context, this means that counselling acts in a supporting way at the
development of decision criteria which are proper to persons and objects, the working out of professional
preferences, the draft of acceptable action strategies, the improvement of the information stand as well as
the carrying out of professional ideas.”8
The question about how wide the spectrum of tasks and the resulting counselling approaches are, is
answered by the counselling model of Wojtasik. According him, there are 5 counselling models in the
form of a counselling continuum: “The experts, The informant, the consultant, the reliable guardian and
the laissez-fairist”9. They differentiated depending on the model the theoretical counselling approaches
and conditions, the tasks and responsibilities of the counsellors and the help-seekers and eventually the
temporal counselling intensity.
Following core topics for counselling are recorded in the “Memorandum about life-long learning”10:
•
The shift is becoming an integral component of planning and the carrying out of a lifeproject
7
Sickendick/ Engel/ Nestmann: Beratung. München, 1999 p. 13
8
Ertelt, B.-J.; Schulz, W.E.: Beratung in Bildung und Beruf. Leonberg 1997; p. 4
Wojtasik, Bozena; Models of the Vocational Counsellor’s Performance. In: International Journal for the Advancement of
Counselling 22 (2000) p. 197 - 208
9
10 Kommission der Europäischen Gemeinschaften, Arbeitsdokument der Kommissionsstellen "Memorandum über Lebenslanges
Lernen", Brüssel 30.10.2000 SEK (2000) 1832 Botschaft 5: Umdenken in Berufsberatung und Berufsorientierung
•
Counselling is to be a service that is always and for everyone available and does not
distinguish between vocational counselling, vocational orientation and personal counselling
•
Vocational counselling is in future proactive, i. e. counselling goes towards the people before they
call on counsellors
•
Future counselling is focused on “Placing” and make an active use of IKT-/Internet-aided
information and analyses instruments
•
Counselling is geared entirely, i. e. it must meet a wide spectrum of needs, requirements and target
groups and be familiar with personal and social surroundings.
In the end the memorandum mentions also the necessity that the vocational orientation “must be
narrower integrated in the net of relevant, personal, social and educational services.” This network
orientation includes explicit “non-formal and informal channels”.
What is network orientation based on?
In the course of a resource-oriented approach, Nestmann refers to the potential of social supporting
systems and the use of social networks for coping with situations of strain11.
This means, that through an overcoming of a counselling concept, which is reduced to the individual
subject and is individual-centered, its social integration within the counselling process is put in the centre.
Through this extention of the counselling perspective, that with the help of the terms “system”, “lifecontexts”, “living-worlds” and “psycho-social” manifested in the counselling research, a new counselling
orientation has developed.
This social integration of the individual – the resulting potential and risks – are in counselling always taken
into account as an elementary component of to be and to act.
The general advantage of the network approach in counselling is according to Nestmann to be found in
the connection of micro-social (interaction between human beings) and macro-social levels (ecological
structures). “Without losing sight of the individual’s integration which is more or less marked, the horizon
of the network provides the chance to integrate next to the existing individualism and familism of the
psychological and educational point of view additional and more distant social structures into the analysis
of action.”12
comp. Nestmann, Frank: Beratung, soziale Netzwerke und soziale Unterstützung. In: Beck, M.; Brückner G.; a. o. (publisher)
Psychosoziale Beratung, Tübingen 1991
11
12 Nestmann, Frank: Förderung sozialer Netzwerke – eine Perspektive pädagogischer Handlungskompetenz. In: Neue Praxis 19Jg.
issue 2 1989
1.1.2
Network-Oriented Counselling
The network-orientation can be considered on different levels.
Thus, it is to be developed an awareness of the implication of social networks, on the individual level of
the individual human being with the help of reflexive clearing up. On the organizational level, embedded
contexts are to be seen with a look at it from the aspect of the networks through e. g. sensitizing
institutions for the network orientation and their organizational carrying out with the help of
organizational counselling.
This topic is also about the question about the networking of the different counselling services and other
institutions, which are worth considering for the solution of professional questions and problems.
In this context, Nestmann discovers the following when writing: “Out of interest for a coordinated cooperation instead of a parallel or even contrary effect, a networking of psycho-social and other institutions
for the emergence of organization networks is a central theme, in order to create synergie and thus new
development power opening new activities for every single Organization.”13 It is, on the one hand, about
the installing of a network, on the other hand, about the life in a network, the past of a network and the
transmitting of the idea of the network, the suggesting of a participation in networks and, should the
situation arise, stimulating new network.
Network-oriented counselling presupposes this own experience of networking, because otherwise it would
hardly be possible to transmit stimulations to active networks as comprehensive and authentic
opportunities of professional integration.
Thus, Nestmann puts forward a series of demands on changes in the own counselling activities:
“network-oriented counselling requires…
•
a reorientation from predominant expert models of information or psycho-therapeutical
work
•
a reorientation from primarly direct treating of clients and advicing, concentrated on the individual
•
a reorientation from the treating of clients in deficit and the primacy of disturbing perspective
•
to the shift of participation chances, but also competences and responsibilities by persons and
networks
Frank Nestmann: Ressourcenförderung in der Studien- und Studentenberatung – Das Dresdner Netzwerk Studienbegleitender
Hilfen p. 303f, in: Nestmann, Frank / Engel, Frank: Die Zukunft der Beratung, Tübingen 2002
13
•
and, thus, to the promotion of motivation and competences in persons, to the promotion of network
structures, network qualities and network functions as well as creation of possibilities and space for
networking in contexts.
•
to a promoter of self-help and collective self-help
•
to a stimulator of everyday-help and supporting sources in everyday life of the system
The counsellor becomes
•
a developer and discoverer of resources, which e. g. may be found in social networks of mutual
support as well as
•
a medium, employments agent, presenter of potential/current help-seeker to potential/current helpresources
•
an integrator of the many helps and offers, which exist in the higher education system and in its
surroundings informal and formal.
A promotion of ‘Empowerment’ is the target of all these efforts.14
Empowerment is to be understood as a strenghtening of human beings’ self-help and the ability to assert
themselves, which in turn is to lead to a abolition of the feelings of helplessness, and instead of this, a
strenghtening of self-confidence and, thus, to a promotion of competences of self-organization of their
own living worlds.
The term of empowerment shows the way of an open search for existing resources and potential solution
opportunities. In this context, it coincides moreover with the possibilities to reach a steady heightening
quality of counselling as part of a process of permanent improvement in the networking. Within the
networks, the own empowerment can, through the own further education, the experience of
empowerments by solutions in the mutual support and also the empowerment by networking in itself as
an instrument, be seen for the own professional career. This experience will be the positive basis for the
network-oriented counselling for transmitting the networking as an instrument to re-orientation of the
viewpoint from problems to ways of solution.
14
Frank Nestmann: Ressourcenförderung in der Studien- und Studentenberatung a.a.O.
1.1.3
Networking
The question about what networking is, ranges from the depiction of any kind of social contacts, i. e.
general ability for relations and communication to the refreshing short phrase of Prof. Uwe Scheler, in
which he emphasizes the active part in networking when saying: “Networking is a systematic form of
cultivating relations with friends, acquaintances, business partners and promoters”.15
It is proved as more meaningful to speak of networking or networks and, thus, turning the spotlight on
the work, the activity, instead of speaking of the network itself, that automatically changes the direction of
the viewpoint from the structure to the participating people.
This is, moreover, supported by the thesis 5 of the authors Treichel and Ciesinger, who point out, that the
“planning and organizing of KMU-cooperations are not a theme of business management, but a
psychological theme”. Both authors give no strict definitions of (the virtual enterprise) networking, but
depict the process as “after this, not as final result of a process of planning and carrying out, but an almost
unpredictable interim result of dynamic coordination and exchange process.”16 Also, the specific situation
in media vocations is to be considered, in the present context, and thus, references of the survey “Media
Coach” are added. Their author Oliver Baiocco points to existing network structures within the branch,
which however, mainly base on engagement and initiatives of the counsellors and…thus have no
institutional and structural basis. Baiocco furthermore explains:”…because of a lack of time or work
condensation, cultivation and further development of an existing network is no longer ensured”17.
Networking is by him understood as resource-oriented approach, which provides ”the reduction of
complexity for the individual and that providing a chance of more likelihood of problem solution”18.
The psychologist Uwe Scheler entitles his book “Erfolgsfaktor Networking” and allocates the networking
the ability: “…the success factor for reaching your own targets”19.
According to his above named definitions, he is giving a series of activities, which characterizes
networking:
“networking means,…
…actively bringing about contacts and meetings
…being interested in other people and showing sympathy
…talking to other people and enjoying it
15
Uwe Scheler: Erfolgsfaktor Networking, Fkf/NY: Campus: 2000, p. 18
16
Treichel, Ciesinger: Virtuelle Unternehmen in der Medienwirtschaft," work, issue 3 (vol. 99), p. 255-272
Baiocco, Oliver: "MediaCoach" Ausbildung in der Medienbranche "Analyse der Berufsberatung in der Medienbranche" Teil I,
p. 40
17
18
Baiocco, loc cit p. 40
19
Scheler: loc cit p. 8
…collecting information about everything and everyone
…practising the exchange of help and support
…cultivating and organising relations”20
Uwe Scheler stresses again and again the networking approach, which is not accidental and selfdetermined (self-active). His differentiation between networks, associations and professional organizations
is to be mentioned here, too.
Networks (in Germany in the 1980’s mainly built by women, after the American example) profess
particularly and frankly to mutual promotion"21.
The authors Kuchmeister and Tiberius present a very short phrase as an essence out of other definitions
in the study for the Deutsche Manager-Verband e. V. “Reducing the, at first, very vague and very different
definition efforts to a common denominator, networking can be depicted as “tighten contacts in stock”22.
The strong business-oriented viewpoint of American authors to the networking is deputizingly for Wayne
E. Baker’s definition presented: “networking (…) is the active process of building and managing
productive relations – a wide network of personal and organizational relations.”23
Others expressing this more clearly, e. g. “Smart networking, how to turn contacts into cash, clients &
career success”24.
1.1.4
Theoretical Models
Almost all the authors of German and also American books concerning active building of a network are in
their approaches to networking are starting from the single person.
They presuppose, that there are existing networks, to which the single person just has to follow and give
instructions to the individual sensitive playing a part in these networks. Only a few authors ask, how to
manage the building of a network by oneself.
Two models are shown, on this spot, and thus being the basis for action-oriented approaches in this
instruction.
20
Scheler, loc cit p. 22
21
Scheler, loc cit p. 40
22 Jens-Tobias Kuchmeister, Victor A. Tiberius: Institutionalisiertes Networking als strategisches Managementinstrument,
Deutscher Manager-Verband e.V. Januar 2003
Baker, Wayne E. :Networking smart: how to build relationships for personal and organizational success. p. xiii NY; McGrawHill Inc., 1994
23
24 Baber, Anne/Waymon, Lynne: Smart Networking, how to turn contacts into cash, clients & career success. Kendall/Hunt
Dubuque 1997
On the one hand, the model out of Dimpfl’s dissertation at the University Regensburg (Germany), which
is oriented to setting ups of enterprises aimed at growth, is shortly presented. On the other hand, the
theoretical model of the authors Treichel and Ciesinger.
Robert Dimpfl25 is, in chapter 3 of his dissertation „Einführung in die Netzwerktheorie“, asking about the
motives for the network, at first.
Motive
Explaining
Necessity
Laws/rules are commiting to build relations
Asymmetry
A party gains power/control over a different party/its resources
Reciprocalty
Asserting shared/mutual useful targets/interests
Efficiency
Reaching a higher input/output-ratio
Stability
Better anticipation, predictability or absorption of insecurities
Legitimizing
Creation und cultivation of reputation, image, prestige or
correspondence with existing norms
According to this, he is showing six steps for the preparation of networks.
Where do What do we
Who has
Do these
What do the
How do we
we want
need from the got this,
partners fit
partners want want to work
to go?
partner?
to us?
from each
what we
need?
1
2
3
together?
other?
4
5
6
7
Self-
Profile of
Pre-
Partner-
Determining
Process
Carrying
analysis
demand
selection
analysis
the aim
modelling
out
Among other things, he points out to the great importancy of trust, moral integration and the good
reputation of network partners as necessary basis of successful networking and considers, in this context,
the dimension of a network as an important factor when writing: ”The selection of the sort and the
25 Robert Dimpfl, "Externe Partnerschaften bei wachstumsorientierten Gründungen" Chap. 3 Einführung in die Netzwerktheorie,
p. 32-57, Dipl.-Arbeit Universität Regensburg 1999
number of network participants decides already on the level of trust, which can be reached within the
network. In a net, that consists of a small number of partners, the process of building trust is normally
easier. Building trust is easier to reach by partners who have comparable backgrounds.
Four management tasks are named for building and cultivating trust, which people must be aware of for
successful building and cultivating networks. These are steps, built on each other to select, regulate,
allocate and evaluate partners and the relations to them.
Relations of trust between
enterprises
Trust-oriented
Regulation being aware
Allocation being aware
Trust-sensitive
selection
of trust
of trust
evaluation
of Networkpartners
of realtionsship and
Of function and
Of the ralationships and
activities
ressources
activities in the network
For the task in hand, it is therefore necessary to be and remain aware of the question of trust between the
partners. This question manifests itself into networks mostly on the feeling of fair balance of taking and
giving. Furthermore, it is more meaningful to consider a regionalizing (in many networks solved in the
form of the regional groups) of the networking, from the beginning.
The authors Heinz-Reiner Treichel and Kurt-Georg Ciesinger depict in their article “virtuell enterprises in
media industry”26 along with case studies of the Medien Zentrum Duisburg, accompanied by them over
several years, two theoretical models of building networks (and virtuell enterprises) in the field of small
and medium-sized enterprises.
The models are standing for different development opportunities and are characterized as “normativetheoretical” and “evolutionary”.
Both models are characterized through the same four steps. But, they differ from each other in the inner
differentiating and the depictions of potential breaking offs. From their case observation, the authors see
the evolutionary (informal self-developing) model as the more permanent for the cooperation of small
enterprises. The basis for the building of networks is in the context of this introduction, however, a
26
Heinz-Reiner Treichel, Kurt Ciesinger Virtuelle Unternehmen in der Medienwirtschaft, work, issue 3, vol. 8 (1999), p. 55-272
different one, so that the approach of the normative-theoretical model, on this spot, it to be
recommended.
Following, two models are presented. Both are added by the authors with “marginal notes" to potential
breaking offs and structural advantages. This information should flow in the discussion about building a
network:
The Normative-Theoretical Model
Steps
Potential Breaking Offs
Strategic decisions
Analysing the surroundings – selfanalysing
Chosing the type of co-operation
difficulties in making prognosis
restricted field of search because of
problems in defining
Search for partners
Profile of oneself – profile of the
demand
unclear or utopian criteria
Evaluation of the partners
just intuitive possible, because no data
available
Chosing and gaining partners
no option in case of high criteria
Foundation
Defining the target
Determining organization
targets, not to be operated, because
of complexity, only in concrete cases
possible
legal-formal agreement
hardly to be operated, because of
extreme efforts for autonomy by the
partners
Management
Management
Controlling
Problems do not emerge any longer,
Guidance
Conflict management
because breaking off occurred much
earlier!
The evolutionary model
structural advantages
Strategic decision
Normal free-enterprise co-operation
Deficits in coordination are emerging
Wishing better coordination
No requirements for planning and
developing strategies, existing
principles of decision are used.
Search for partners
Closer co-operation circle is
determined
Recruting periphere partners
according particular criteria
Self-selection of partners in the cooperation
No preliminary step, no problem of
selection, because of little commitment
for the moment
No risk
No requirement for selection
Foundation
Informal carrying out of
single projects
if successful, repetition
establishment of delimited structures
for these fields of project
learning by doing, professionalized
making experience
demand for structures are worked out
in pilot projects
Management
Management
Project management
Outsourcing, Joint Venture
Expanding of the fields of co-operation
and/or co-operation partners
Partial breaking off, in case of falling
success
flexible co-operation structure through
management of single cases
high flexibility in case of expanding or
breaking off lacking formal rules
From their survey of the Medien Zentrum Duisburg, Treichel and Ciesinger prefer clearly the
“evolutionary model” as model for the joining together of “virtual enterprises”, because this fits with the
extreme efforts of autonomy of the single (independent) partners. However, in this context, neither
economic interests of the future partners, as a matter of priority, nor legal-formal enterprise structures are
the case, so that the four steps of the “normative-theoretical model” are rather appropriate for a basic
structure for the building of a regional counselling network.
2
A presentation of selected models
The following examples focus on specific networking aspects, with the purpose of facilitating the decision
as to which might serve as an inspiration for the establishment of a counselling network. In addition, they
provide an overview of network versatility, as well as of the suitability for co-operation on an internetworking level. The selected models are listed at random and intended as an incentive for locating
further networks.
2.1
European counselling networks
The following presents some models of various European counselling networks.
2.1.1
EURES
www.eures.de
EURES was created from the merger of the national European labour administrations. EURES can be
regarded as a good example of networking. Regularly, at least once per annum, all counsellors meet to
exchange information on a pan European level. The network is denser in the border areas. E.g. some data
from the so-called EUREGIO (Belgium, Netherlands, Germany)∗: The German, Dutch and Belgian
labour administration associates meet at least bi-monthly in this tripartite spot. Furthermore a so-called
“round table” was set up, joining representatives of local employers, social institutions, health- and
pension insurances as well as independent lawyers specializing on European labour law. “Trans-border
international consultations“ were organized for clients, four times a year in Belgium and eight times a year
in the Netherlands, directed at persons looking for employment or moving house. Next to information on
labour laws, they also provide information about the respective tax legislation and pension system.
A very clearly structured database is available to interested partners in the various European cities,
encompassing the coordinates (address, telephone, fax) as well as the languages spoken by the counsellors.
Herewith, a very practical tool for direct contacts was developed.
2.1.2
Further models at a European level
Many of the further models at a European level predominantly target adolescents and young employees.
E.g. ERYICA, which co-operates with NGOs and Governments with the task of supporting adolescents
and their rights, is working with a selection of national institutions (two to five per country). euroguidance
likewise targets young persons. euroguidance is a Leonardo project, supporting young clients, starting with
providing apprenticeships (also for students) up to career counselling by means of a network of national
professional counselling institutions in the employment agencies and providing contacts to other national
institutions, again heavily networked within the respective country. eurodesk offers, inter alia, within the
∗
technical information by Werner EURES, Aachen
framework of co-operation with politically active youth, relevant information in a database with
sponsoring programmes, organizations and catalogues.
2.2
National associations
2.2.1
German Association for vocational counselling
www.berufsberater.net
The Federal association for vocational counselling was founded in 1956 and provides a platform for
discussions, available to clients as well as to counsellors.
The members total about 1000 and largely consist of professional counsellors from employment agencies
(about 700) and a smaller group of free-lance counsellors working in their own offices or as associates to
educational institutions co-operating with the Federal Institute for Labour. These organized counsellors
consider themselves supporters of horizontal career development. Thus, they are bound by neither
particular professional categories nor particular assignments.
The award of a quality seal for publications is interesting; the evaluation of the publication takes place
within four main categories:
2.2.2
•
publication self-portrayal
•
heeding of ethical principles
•
specific-content evaluation
•
comprehensibility
DGF e.V. Deutsches Gründerinnen Forum e.V.
www.dgfev.de
The national network of free-lance and institutionally (municipally or nationally) organized foundation
counsellors is, inter alia, working intensively on the quality assurance of foundation counselling. The target
is to document quality by the award of a certificate. The State group NRW has been tasked by the federal
board to implement a three-stage draft proposal (developed in NRW) as a model project. The evaluation
is made in accordance with the specific content and ethical aspects of the basic qualification, the
counselling approach (candidacy for a seal for two years, first level), modules for further training (seal and
participation, second level) and the proof of experience (third level, specialization).
2.3
Counselling offered by labour unions
Both offers mentioned here are offered by ver.di, the service union. Both target employees of the media
trade. There is a regular exchange between both counselling facilities which, although on an informal level,
is so intensive that specific inquiries are forwarded between the two.
2.3.1
mediafon
www.mediafon.net
The ver.di-offer mediafon is primarily directed at independent workers within the media professions. It is
addressed at the self-employed – independent artists, authors and journalists as well as web designers,
programmers and other freelance professions in the IT trade. mediafon offers information on rates, fees,
legal and taxation questions down to nationwide information about trade specific dates, seminars and
further education. In addition the (scarcely 30) nationwide counsellors refer to local networks (round
tables) and, if desired, establish contacts to these.
2.3.2
connexx.av
www.connexx-av.de
Connex-av is directed at employees and free-lance staff of private broadcasting, motion pictures and
television, in AV-production companies and the Internet. Altogether 14 staff members in regional areas
(e.g. Hamburg, Hanover and Bremen; Berlin, Brandenburg, Cologne, Düsseldorf and Dortmund), provide
information, inter alia, on the topics tariff- and labour law. As a response to the heavy demand for
education and further education (third place according to a survey27 of the Hans-Böckler Foundation in
2001) this offer is being established in co-operation with partners from the field of education (e.g.
Macromedia, State media institute of Lower Saxony etc.). The Connex-av counsellors utilize networking at
a national level, and trade specific round table discussions take place every month for members and
interested parties.
2.4
Economic networks
Economic networks mostly aim at strengthening the participants’ market position. It goes without saying
that here also the principle of a fair balance between give and take rules. Mostly internal accounting modes
of the performed services are pursued to assure "fair models" within such networks. This often harbours
an important source of smouldering long-term conflicts.28
As examples, a production site and a consulting network for networking within a commercial context are
listed here.
2.4.1
Media Centre Duisburg
After a printing agency expanded to a combine of four enterprises only by outsourcing type setting and
picture processing and adding an advertising publishing house and an agency for direct marketing, various
other service providers – from web designer to various counselling offers – were integrated into the co-
27
Rolf Satzer: Nicht nur Traumjobs – vom Arbeiten und Verdienen in den Medien, connex-av, 2001,p. 37
28
H.-R. Treichel, K.-G. Ciesinger: Virtuelle Unternehmen in der Medienwirtschaft, 1999
"....If e.g. rates below the market value are agreed upon, external orders (fetching higher commissions) would always be
prioritized, ahead of the cooperative projects. Would on the other hand market rates be charged, the partners would attempt to
increase their rates until eventually their services would no longer be in demand. In both cases, the resulting performance is
impaired considerably. .“
operation network by the mid 90ies upon the move to new premises. Here the basis for the optimal
conditions guiding the evolutionary process was to create the required technical and cultural
infrastructure, to be used by the respective partners according to their individual needs. In the course of
the years it showed, that the formal authority held by the respective actors did not correspond to their
need for independence, and that a normative theoretical model would not have been successful in the end.
2.4.2
Synergy
www.synergie-gmbh.de und www.synergie-network.de
Founded in the beginning of the 90ies by three managing directors (Wolfgang von Berg, Christian Sandler
and Ralf Karabasz) and an originally small circle of a few permanent and several free-lance staff, the
network Synergie GmbH from the beginning pursued definite profit-oriented targets.
The network concept was implemented by means of a central organization unit predominantly managing
order procurement and a part of the indispensable back office (distribution, funding, cost accounting,
controlling, entrepreneurial participation modes or taxation- and legal issues). To this end, a percentage of
the total turnover from every order was transferred to the network. Free-lance staff was used in
accordance with the required resources, whereby successfully completed tasks led to an increase in the
utilization frequency. A smaller portion of the turnover from the orders procured directly by the freelance staff was transferred to the network, and successful free-lance staff was able to transfer into the
close circle of partners of the Synergie Network business platform. However, the extremely demanding
high level of individual responsibility and the taxing personal time input required (in part exceeding 60 hrs
per week) is not suitable for everybody. A large part of the communication flow takes place by utilizing
new technology, by Internet performances as well as via email. Last year a new management team formally
solidified the network. The target was achieved: to attain a strong market position.
2.5
Socio-political networks
Next to the multitude of so-called service clubs with ethical objectives like Rotary, Lions and Zonta,
founded in the US at the dawn of the last century, which in part practise international networking, there
also are science-oriented networks and socio-political networks with ethical objectives. The German
association EBEN is one example of this, as it pursues objectives both economic and ethical, and thus
could concern issues relating to vocational counselling.
2.5.1
DNWE: Das Deutsche Netzwerk Wirtschaftsethik as mediator between practise and
science in the German speaking area.
www.dnwe.de
DNWE is the national association (founded 1993 in Bad Homburg, approx. 450 members) of the
European Business Ethics Network (EBEN, founded 1987 in Brussels) seeking to further intercultural
dialogues on questions relating to economic and entrepreneurial ethics.
An honorary board of directors manages the association. A board of trustees with distinguished members
from economy, science and society renders advice and support.
The objective pursued by DNWE is to further the exchange of thoughts and ideas on the ethical aspects
of economy and to ethically direct economic actions to contribute towards solving moral dilemmas within
economic competition.
In the spirit of networking, representatives of
•
science, e.g. from the fields of economic science and business economics
•
philosophy, theology, judiciary, psychology
•
practical experience, e.g. entrepreneurs, managers, politicians specializing in economic and
social affairs
•
associations, churches, interest groups and media
meet. To this end, DNWE furthers and supports all attempts by enterprises, associations and
institutions directed at the practical implementation of moral principles and demands in economic
questions.
2.6
Dresdner Netzwerk Studienbegleitender Hilfen (DNS)
The "Dresdner Netzwerk studienbegleitender Hilfen"29 was established in the years 1997 - 2000 for the
students of the TU Dresden. With a staff of four and a circle of student assistants as well as honorary staff
(incl. interns approx. 20) the DNS was made available by the entire TU Dresden in a co-operation
between science- and non-science staff as well as the chair for counselling and rehabilitation at the faculty
of educational sciences and the central students’ counselling. With the " help and support offered by this
network, the students are able to cope with the everyday (e.g. learning-) as well as the particular (e.g. exam) challenges (...) in a better way"30. After completion of the positive evaluation, a transfer into common
university application is under way.
2.7
Media specific national counselling networks
The two counselling networks presented have entirely different origins. AIM from the beginning onwards
placed emphasis on the trade specific vocational training and further training, whereas DMMV considers
itself a professional association for enterprises and self-employed in the media trade.
2.7.1
aim vocational training in media professions
www.aim-mia.de
The "Koordinationszentrum für Ausbildung in Medienberufen –AIM", located in Cologne since 1995, is a
cooperative project by representatives of the media professions and public institutions. The objective is to
co-ordinate the vocational training and further training in this permanently changing field. Trade specific
counselling was made available and subdivided into four areas:
•
„First Steps“ focuses on students and school graduates
•
„Second Level“ advises persons with professional experience for their further professional
training
•
„Professional“ advises persons with comprehensive professional experience in researching and
clarifying new professional and personal perspectives
•
„Advising institutions“ targets enterprises ad public institutions on the topic of „Vocationaland further training in the media trade”
Frank Nestmann: Ressourcenförderung in der Studien- und Studentenberatung – Das Dresdner Netzwerk studienbegleitender
Hilfen. In: Nestmann, Frank /Engel, Frank: Die Zukunft der Beratung. Tübingen 2002, p 297 -323
29
30
Nestmann,Frank; 2002 a.o.p. p 297
2.7.2
DMMV
www.dmmv.de
The German multi media association (Deutsche Multimediaverband) exists since 1995 and targets
multimedia- and IT-service providers, enterprises and trade management consultants. DMMV is a
professional association with specific expertise. It provides directives for fees and salaries, definitions of
new media professions as well as excellent knowledge of this labour market. Presently the association is
actively involved in creating a „counselling network“. The term network here represents a database in
which the enterprises participating in DMMV create (and update) their own service and counselling
profiles, thus via the association have a common marketing platform available.
2.8
Informal networks in the media trade „regular round tables“
In the past years the media trade in particular has seen the birth of various meetings, of so-called "round
tables". The objectives of these clearly distinguish them from the pub table for regulars. These round
tables serve as a meeting venue for individuals from comparative professional fields for exchanging
information and experiences. Most of these round tables are association network tools, like e.g. the
„Webgrrls", "Last Tuesday" of the Kölner Internetunion e.V., the "free round table" of free-lance
journalists organized by in ver.di etc. Primarily, these round tables are only accessible to members of the
respective associations. The "Medienstammtisch Köln" on the other hand is available to anybody
interested, and exclusively targets the networks of the participants. It is presented here in lieu of others.
2.8.1
"Medienstammtisch Köln"
www.medienstammtisch.de
The "Medienstammtisch Köln" takes place several times a year and was introduced in 1992. This informal
event joins media workers during highly qualified specific lectures about current topics of discussion or
for information about pending new developments. The subsequent informal networking has during the
years past repeatedly led to restricted co-operations between several enterprises which, in the closer sense
of the definition „virtual enterprises“ correspond to a loose merger of enterprises otherwise independently
active on the market. It is important to note that the organizers always stressed the desirability of cooperations and networking.
This is a free flow of information made available, the "fair balance between giving and taking” can
however only occur informally among the participants. The participants do not directly compensate the
organizers in any way. Thus, the profit for the organizers must be regarded from a different perspective,
e.g. through increased prestige.
2.9
Networking support in enterprises based on the example of Ericsson
The high importance placed upon the social networking of its staff by certain large enterprises is indicated
here as a special case. They either employ staff abroad or staff from abroad, and appreciate the positive
effect of „social networking“during the reintegration or initiation of their staff since many years.
The support is either rendered through staff of their own personnel departments (e.g.: dept. "International
Assignment" in Ericsson Eurolab in Herzogenrath∗) or by engaging so-called external relocation services.
The task of both is not only to facilitate the integration of the staff member themselves in the enterprise,
but also to support their families in getting accustomed to their new environment, e.g. by offering
assistance in finding accommodation, day-care facilities, applications for dependency benefits, registration
of bank accounts etc. Ericsson Eurolab furthermore via email provides information about volunteer
meetings of the "Ericsson Ladies", and through the relocation services provide hints about club meetings
and regional networks.
The profit for the enterprise is apparent, as it is proven that staff members able to settle successfully into a
social network because of such support are able to take on their task in the company faster and with
unburdened minds, are less prone to fall ill or to leave the company.
∗
Telephone discussion with Ms. Merks, International Assignment Ericson Eurolab on 16.01.2003
3
Counselling networks
3.1
Two basic requirements
Active and sustaining networking depends upon two fundamental realizations:
The network participants must be convinced of the value of generous information conduct, and all
partners must pay attention to a fair balance between giving and taking. This is true for networks with the
sole purpose of distributing information as well as for networks within an economic context.
3.1.1
Information
Generous information conduct is primarily not a matter of mentality but of inner conviction, the belief
that what is to the advantage of one will also be advantageous to the other. DNWE (Deutsches Netzwerk
für Wirtschaftsethik e.V. Frankfurt) thus uses a slogan after Carl Friedrich von Weizsäcker: "In truth I do
not profit from something to my sole advantage, but from what benefits my fellow man and society ".
Recognition of one’s own strengths and weaknesses permits a clear view upon one’s own possibilities
relating to performance and counselling. Given this possibility, recognition of one’s own limits can
provide clear indications of the huge possibilities of counselling within networks.
Entrepreneurial networks preferably utilize this synergetic effect of various competencies, counselling
institutions should make better use of this bonus to improve their client support.
3.1.2
Fair balance of give and take
Networks can only exist on a long-term basis when they are kept alive by the activities of the individual
network partners. To assure that the activities do not come to a sudden end after the euphoric initial
phase it is very important to design models assuring a fair balance of giving and taking.
Economically oriented networks mostly use financial accounting modes for this, socio-advisory networks
must find another kind of balance – for the individuals among themselves (guide for giving and taking) as
well as for the network itself and its individual parts.
Individual partners profiting disproportionately is easily seen as „exploitation of the cooperative trust“31
and every individual regarding himself part of the network will time and time again ask the same question
of the network “what do I get out of it?”.
31
Treichel, Ciesinger: a.o.p. p.321
3.2
3.2.1
Chances and limits of counselling networks
Chances
Next to the positive results of synergetic effects (synergetic effect acc. to32 Duden: positive effect, derived
from the merger or cooperation of two companies or the like) and the coalition of various strengths, the
chances in establishing a network of regional vocational counsellors must primarily be considered in the
quality assurance. This quality assurance may be documented by additional qualification- and further
training possibilities, through codes of action. If counsellors so desire, it may be documented by
certification.
The certification itself could, as planned for DGF, be a gradual qualification towards a certificate, to
enable everybody to attain this certificate in accordance with his own starting point.
There is great potential in using the network as a service to collect, monitor, comment and process the
flood of new regulations, advice and fast changes (inter alia of the labour market) precisely in the media
trade, and make this available to its members.
Another chance for internal but also for external information lies in the establishment of a common data
base providing the coordinates of colleagues as well as external contact data of contact persons to the
members.
Chances for a regional counselling network lie in the establishment of the required technical and cultural
infrastructure, it should "provide the fertile soil for cooperation; the cooperation must however grow on
its own."33
3.2.2
Limits
The network should define quality standards of counselling as well as establish a „code of honour“, a
network can however not be made responsible for counselling errors.
Furthermore, the network can in the proposed form not be responsible for order acquisitions. The
network can offer networking possibilities and a platform for networking, but not “weave the net”. This is
still the active task of the individual partners.
The network can provide information on how to network (s. checklists), but not “carry to the network”.
It can monitor, structure and process information, but not be responsible for each communication flow;
i.e. there are distinct agreements of who is responsible for providing and collecting the information.
32
Duden, 22. edition, 2001
33
Mr Grahl, Initiator Medien Zentrum Duisburg, lecture DIHT congress Feb. 1997 Düsseldorf in: Treichel und Ciesinger a.o.p.
3.3
Network tasks
3.3.1
Objectives
To define the objectives of a counselling network is a task of prime importance for the future network
partners. The herein contained ideas and proposals are merely intended as basis for the corresponding
definitions of objectives. Baiocco34 lists the subsequent items under the aspects of transparency,
development and representation of interests. How and by whom these objectives are to be represented
must be decided as a third step of the establishment schedule under the “foundation” criterion.
Transparency: Exchange of experiences
•
Current questions
•
Working methods
•
Results and trends
•
Colleague advise in special cases
•
Review of self image
Dialogue and development
•
Discussion fora for specialized questions
•
Coordination of tasks
•
Counselling quality
•
Knowledge management
Representation of interests:
Lobbying (political) decision-makers
34 Oliver Baiocco: "MediaCoach" Ausbildung in der Medienbranche "Analyse der Berufsberatung in der Medienbranche"Part I, p.
42
3.4
Establishment of a network
3.4.1
Step by step
The steps suggested for the establishment of a regional counselling network are oriented to the
„normative theoretical“ model by the authors Treichel / Ciesinger and are supplemented by portions
from the Dimpfl model.
Hence, a need for clarification at four levels occurs
•
strategic decision
•
quest for and choice of partner
•
foundation
•
management
The attached checklists and worksheets support the realization of these four steps. Based on experience,
substantial questions will arise on the subsequent topics, hence in this place some additional advice.
3.4.2
The time factor
Nearly 50% replied „biannually“ to the question35, as to how often the exchange should occur. This clearly
demonstrates that those asked were not willing to invest much time.
However, experience shows that, especially during the period of network establishment, intervals so far
apart do not produce sustaining relations.
Thus, at least in the phase of commencement meetings should be foreseen every two to maximum three
months ∗. As soon as, next to the formal structure, informal contacts start thriving (presumably after 2-3
years), the intervals between the meetings may be extended.
In addition, experience shows that the willingness to visit meetings frequently is more pronounced the
more the individual requires information or support. The question of motivation (s. model Dimpfl,
worksheet 1) must also be put in this place.
Seen from the view of the network provider, the time factor may inter alia be measured by the desired
growth pace of the network. This means that the reply to this question is governed by the amount and
intensity of work invested in the network growth. The level of technologically supported information and
communication (s. chapter 3.6.) decides, among other things, the personal, i.e. time input of the network
provider.
35 Baiocco, Oliver: Survey of the participants to the first regional expert’s conference: „Anforderung an die Berufsberatung im
Wandel“ 5.11.2002; item 4
∗
This is supported by the experience made during the establishment of the "Medienstammtisch Köln", which originally took
place every two months, and today is sufficiently firmly established so that two to three events per year suffice to keep the
network webbing intact.
3.5
Members of the counselling network (quest for partners)
Oliver Baiocco, in his analysis "Analyse der Berufsberatung in der Medienbranche"36, based on a survey
among counsellors, refers to the „attention to be placed upon the diversity and multi-disciplinarity of the
network participants“. A widely distributed range of participants in the sense of multidisciplinarity has, in
many existing networks, already proven a successful base for the improved quality by lively and (hardly)
competitive information exchange. Baiocco lists the subsequent counsellors and institutions as potential
members:
•
Labour administration vocational- and educational counsellors
•
Vocational- and educational counsellors from other non-commercial institutions
•
Coaches, supervisors, career counsellors
•
Personnel counsellors
•
Counselling teachers (various school models)
•
Vocational counsellors at Universities
•
Entrepreneurial personnel managers
•
Entrepreneurial trainers
•
Entrepreneurial managements
•
Entrepreneurial associations
•
Labour union and chamber counsellors
•
Cities and municipalities
The evaluation of the survey made at the First Regional Experts’ Conference also displayed this wish for
the exchange of individual counselling experiences. Thereby representatives from educational institutions
ranged first before representatives of economy and in third place representatives of sciences among the
professional groups with whom an increased information exchange is desired. The subsequent is an
attempt to rearrange possible cooperation partners under organizational and interest-guided aspects.
3.5.1
Education
Potential participants: staff of State educational institutions, vocational- and educational counsellors from
the labour administration, counselling teachers (various school models), vocational counsellors at
Universities.
36 Oliver Baiocco"MediaCoach" Ausbildung in der Medienbranche "Analyse der Berufsberatung in der Medienbranche", part I p.
40
The participation of the professional groups mentioned is integrated into individual fix formal institutions.
Their contribution will further the desired connection of science and practise.
The field of education is characterized by that, due to the professional closeness to the various actors
within the trade, teachers and trainers possess a high level of sensibility and knowledge of contemporary
problems. Teachers and trainers are often the first persons with whom students and trainees discuss
professional and even personal distress. Close relationships between the participants may develop in the
course of a three-year training, on the one hand associated with students’ and trainees’ high expectations
for support from the teaching staff, and on the other hand with the teaching staff’s self-expectation to not
abandon the trainees and students when they are faced with problems.
Furthermore, staff from educational institutions due to their professional activities maintains close
contacts to enterprises, labour unions, chambers and other educational institutions and in themselves
constitute a small personal network. Due to the multitude of various contacts, they possess distinctive
knowledge of trade specific problems and solutions and are thus invaluable for a counselling network.
3.5.2
Institutions
Staff from institutions like e.g. employment agencies, labour unions and professional associations will
participate in the development and elaboration of a network for a variety of reasons. Next to economic
self-interest, it is meanwhile of decisive importance for institutions as well to be involved in up-to-date
discussion- and development processes with other actors, to actively implement changes and thus be able
to influence decisions at an early stage. Exclusive concentration upon individual resources and potentials
do no longer suffice for satisfactory responses to current problems and questions. Thus, missing
information and solutions must be achieved through organized cooperation.
Networks thereby to institutions offer the possibility to “circumvent” individual, often rigid internal
decision processes – with reference to external developments and necessities of decision-making.
Representatives of institutions are of particular importance for networks, as they one the one hand are
supported by a certain potential (organizational and financial resources, knowledge, their own networks),
which may eventually prove indispensable for operative problem solving. On the other hand, institutions,
as organized group representatives, adopt an intermediary function, i.e. they organize – within their
structures and through their connections also beyond these – the exchange between the level of
development and concrete action and thus guarantee the connection to practical activity on a broad level.
3.5.3
Economy
Entrepreneurial managements- and associations will consider their network participation under the aspect
of possible influence upon qualification standards of staff and thus be in a position to provide important
input about changing expectations.
Naturally, such a network can also be an aid for the acquisition of qualified staff.
3.5.4
Freelance counsellors
The professional groups listed by Oliver Baiocco - coaches, supervisors, career- and personnel counsellors
– were here supplemented by the relocation agencies as possible freelance cooperation partners with
highly pronounced knowledge of networking.
It is however a matter of consideration in respect to the participation of these professional groups that
free counsellors pursue other targets than institutionally employed. Furthermore experience shows, that
time management often is interpreted differently, as every hour, similar to entrepreneurial representatives,
represents a noticeable cost factor.
3.6
Communication media in the regional counselling network
Special attention must be placed upon the communication between the communication partners among
themselves and with the network. The essence of a network is the availability of communication facilities.
The interpersonal or „face-to-face“ communication as the basic precondition for networking is inalterable.
“Focus on man” is a well-known motto in personnel development, which can also be applied to the
objectives of the counselling network introduced here.
As a matter of priority within the context of establishing a regional network this indicates the availability
of venues and media for „face-to-face“ communication.
3.6.1
Face-to-face / Interpersonal 37
“Face-to-face” was the response by the survey of participants to the first regional experts’ conference with
the least deviation from the mean value to the question “which media should be used for the exchange”?
This corresponds to the experiences made in other networks. The venues for this are normally seminars,
regular round tables and courses for further education.
3.6.2
Technology
The second place in the responses to the question above referred to email as desired communication
media, immediately thereafter to be followed by the desire for information by means of newsletters,
newsgroups or mailing lists.
The technological user prerequisites should be present and familiar to counsellors in the media trade. This
is also bound to have influenced the high number of responses. This communication facility on an
individual level (emails between partners) is easily supplemented by general information via newsletters
and mailing lists. The asynchronous facilities (mailing lists, newsgroups and for a) can be supplemented by
synchronous communication facilities (chats and even virtual conferences). However, the fact that an
editor – voluntary or paid – is required for these facilities must be taken into account. Setting up
newsgroups and in particular a community for neighbourhood specialized discussions (“with friends and
contacts“) can be a successful step towards the creation of an individual identity. “A genuine onlineCommunity is more (than certain companies setting up discussion fora ∗). It is characterized by specific
topics and members’ interests.“38
37
∗
Baiocco, Oliver : Survey of participants to 1. Regional Experts’ Conference: item 5 a.o.p.
remark added by the authors
38
Pawlowitz, Nina Kundengewinnen und binden mit Online-Communities; Campus FkF/NY 2001, p.59
Such facilities should be separated into internal and external parts. The internal facilities (e.g. accessible via
password) should only be available to members and support the information flow and communication
among these. External facilities are available to clients and their contents thus structured differently.
If a network website is being set up anyway, it is a simple matter to include these facilities. However, it is
important to note the need for editorial supervision.
A rational supplement of the communication media is a database providing information about the
network and contact data to interested parties, internal as well as external.
The external marketing aspect also bears consideration in this context. The prestige of a network (also
internally) rises with the level of popularity.
3.7
3.7.1
Counselling network control (foundation and management)
Deciding organization
One of the fundamental decisions in implementing the third step of the “normative-theoretical” model by
Treichel / Ciesinger is to decide the organization. In contrast to the model, however, it must be stipulated
here that the extreme striving for autonomy by the partners established by the authors of the study is not
applicable in this context, and that the question of organization thus will rather amount to a pragmatic
decision. Thereto, in the following a brief look at three possibilities.
3.7.1.1
Informally
Informal and thus noncommittal admittance to the networks appears unsuitable, as personal commitment
is strongly related to personal objectives. The network objectives however overstretch individual goals for
improvement of individual performances and information status by far. The individual must commit
himself to these objectives. In addition, the commitment may be documented beyond an informal
membership. Furthermore, informal networks make it impossible to attain a fair balance, at least hardly a
recoverable one. As there is not binding formal framework or time limit, these networks disintegrate all
too easily.
3.7.1.2
GmbH; GbR etc. (limited liability companies etc.)
Judicial agreements pertaining to the legal structure of companies are not applicable to networks, as the
objectives are clearly non-commercial and hence do not require adherence to the regulations of trade
exchange. To chose economic structures for a network would directly influence the objectives and
organization of the same.
3.7.1.3
Association structure
Probably the (in Germany) legally secure form of a registered association will be the simplest for the
establishment of a counselling network. The commitment is more pronounced in this form than in an
informal network. The association structure provides various models for the establishment of a fair
balance. The association membership fee can be considered a balance payment for the information and
services received. It is easier to set up and handle the information between the members under the
considerations of data protection.
Furthermore, there is an already pre-set and simple democratic format for management structures, making
time consuming and energy wasting discussions in the establishment phase superfluous.
These are also the motivations for most networks in Germany choosing the format of a registered
association.
The decisive question requiring settlement is whether to set up an individual association with its own
objectives or join existing associations.
Depending upon the problems faced, the points of interest of potential network actors and the possible
size of the network it is realistic to utilize the structure of an already existing infrastructure. As not every
possible resp. essential participant feels equally responsible for the network establishment resp. is able or
willing to actively participate in the establishment, it will always be mandatory for the initiators to make
initial organizational, staff and also financial investments in the first phases (strategic decision, quest for
partners, foundation) in order to lay the necessary foundation for the network establishment.
3.7.2
Funding aspects
Membership fees alone cannot cover the funding of the establishment and facilities of a counselling
network with the pursued objectives.
The establishment itself can still be managed with rather small means from voluntary contributions from
the future cooperation partners. This primarily concerns expenses for kick-off meetings and membership
drives through personal approach and information material.
The operating expenses will be considerably much higher than those of a simple association, as a network,
especially in its initial phase (the first years), requires intensive supervision due to the necessity of a
continuous and intensive information flow.
The establishment of synchronous and asynchronous communication methods requires a supervising
team or at least competent persons taking on the tasks of development, moderation, editing and possibly
member service.
The non-commercial context of an association permits a wider range of possibilities than some other
structures. The taxation aspect of non-profitability has but marginal influence in this respect.
The association can apply for subventions as a so-called „carrier association“, thereby facilitating the
access to further financial resources for the network. A further possibility could be project sponsoring by
foundations. The objectives, even is still to be determined by the future members, will concern labour
market policies and thus be of interest for the approach to foundations with social, economic and also
purely political objectives. Possibilities for EU funding also exist within the context mentioned above.
Furthermore, economy could be interested in supporting the pursued network objectives not only by
participation, but also by means of financial support.
3.7.3
3.7.3.1
Reports from established networks
Simple network meetings
Meetings conducted exclusively under the heading “network meeting” have shown to be “networking
killers” in established networks.
Meeting participants expect a gain, within a professional context in particular defined by a gain of clearly
structured information∗. Experience has shown that if this part is omitted, the numbers of participants
dwindle rapidly, even in long established networks.
BFBM39 had to make this experience in a number of regional groups. Each regional group is alone
responsible for the respective annual programme. Some had temporarily foreseen a number of simple
∗
e.g. one lecture per night, one information part
networking evenings next to the information events and lectures. These were however soon abolished, as
the nation-wide response was mostly negative – many participants felt simple networking evenings to be a
waste of time. Other networks shared this experience.
Better results were obtained with a programme mixture – starting with a lecture, subsequently networking
possibilities (e.g.: Medienstammtisch Köln, BVMW40 ; B.F.B.M .).
3.7.3.1.0
Various expectations of free-lance and institutionalized counsellors
In contrast to institutionalized counsellors, free-lance counsellors will naturally subject the objectives to a
sober cost-benefit analysis. The effort for network participation (at least the time factor) is thus soon
judged in a different light. As free-lance counsellors lack a superior institution to reimburse their time,
travelling expenses or overnight stay, the gain derived from network participation is frequently determined
less by the gain for a possible client than by the gain for the individual counsellor. This results in a further
distinguishing factor in respect to different time management. Experiences from established networks
show that free-lance counsellors frequently prefer fast decisions and implementations – and rather put
these to the test than engage in drawn out discussions.
Here the network organizers would need to, on the one hand, identify the varied legitimate points of
interest of the individual actors and, on the other hand, to provide a balance of interests. The objective is
not to satisfy individual subgroups within a network, but the centre of the networking activity must be the
establishment of a win-win situation.
3.7.3.2
Generosity in information transmission
Knowledge is power
Still today, the undisputed phrase that knowledge is power is interpreted by many as only applicable if this
knowledge is kept to oneself. This is certainly true in parts for professional groups who make a living by
selling their knowledge. However, it does not apply to a network with the primary target of conveying
quality counselling as information mediators in the form of case management to the client. The key is here
to convey as much information as possible, in a well-structured and comprehensible format. Due to the
abundance of information available today it is often no longer feasible to manage on one’s own. In a
network, it is also not necessary. If I am conscious of my strengths and my weaknesses, I am fully aware
of where I need to obtain information from others or forward to the client, and how I in turn can support
others with information. Knowledge is power, in particular when I can apply this knowledge in a
comprehensive context and by competent methods together with others.
39
B.F.B.M. e.V. Bundesverband der Frau im freien Beruf und Management
40
BVMW, Bundesverband mittelständige Wirtschaft, Unternehmerverband Deutschland e.V.
Holding back knowledge
The interpretation that ‘holding back knowledge makes me strong’ unfortunately still exists in networks.
Such conduct, just as one-sided profiting from the information flow, is quickly detected in an economic
networking context. Experience shows that such imbalances in giving and taking lead to members being
excluded from the general communication flow. Such cases might call for conflict management methods.
In a social network like the one attempted this is more difficult. Here must be relied upon the insight of
the individual members that the sum of information is more valuable than the addition of the individual
parts.
3.7.3.3
When giving and taking are off balance
Many references are made to a basic awareness of a fair balance of giving and taking as a necessity for the
functioning of networks. This balance must be attempted from the very beginning to establish a basis of
trust between the partners. Furthermore, the initial awareness must include the lack of this balance as
potential destructive factor. Economically oriented networks make an often difficult attempt at attaining a
financial balance, networks predominantly oriented towards social counselling must attain this balance
exclusively on a topic-oriented and emotional level. Nevertheless, a counselling network will require the
commencement of a financial balance (also refer to 3.7.2).
Particularly in social networks, difficulties in emotional balance on a personal level often exist, noted in
statements like „you never call" or “you never think of me!" (often caused by the concern „you don’t love
me!“).
A counselling network can avoid this feeling by planning structured codes of conduct from the beginning.
This can take place in the form of personalized communication, forwarding information and resources on
an individual basis, and sometimes by a simple "Thinking of you". For instance, birthday greeting to the
members (a birthday card or letter has more of a personal impact than an email).
3.7.3.4
Conflict management
The consequence of the above is that the aspect of conflict management must be taken into account
during the establishment of a counselling network. The authors Treichel / Ciesinger list this as a level four
management task, Dimpfl expresses confidence building and –maintenance as a management task41. The
attachments once again include the well-established TZI rules by Ruth Cohn as supplements. The
establishment of clear structures (regular meetings, settling responsibilities, simple association statutes etc.)
during level three of the foundation process will facilitate an easier start.
41
Robert Dimpfl a.o.p. , p. 32-57
4
4.1
Step by step – actions and working papers
Step by step through the four levels
In their normative-theoretical model, Treichel /Ciesinger introduce four decision levels which, based on
experience, will be traversed during the network establishment. The manual provides working papers to
support the decisions based on these levels. The four levels mentioned are filled with the subsequently
listed clarifications.
•
strategic decision
environment analysis – self analysis
choice of cooperation mode
•
Quest for (and –choice of) partners
self-profile – requirement profile
partner evaluation
choosing and winning partners
•
Foundation
definition of objectives
establishing organization mode
judicial-formal agreement
•
Management
controlling
management
conflict management